The Decision to Trust or Distrust…
A business dynamics research analysis and Leadership Style survey across a wide spectrum of industries and services worldwide and more specifically among European Nations has demonstrated that 80% business executives do not trust their corporate executives and worse – that roughly 50% of all managers don’t trust their own leaders. One of the noticeable reasons for such type of evolving misunderstanding in the corporate hierarchical trust and leadership tolerance may be attributed to business mergers, organizational downsizing and globalization of economy and business. Over the past two decades mergers, downsizing and globalization have accelerated the pace of vertical changes in the organizations, creating a crisis of trust that didn’t exist a generation ago.
In terms of growth and development, leaders who understand how trust across the hierarchical cadre is built and that to be inculcated in the organization’s ethics, values and culture, can actively influence to the organizational growth, resulting in a more supportive and productive work environment. This kind of leadership on mutual trust and faith has been proved to be the competitive advantage in the war of searching and aligning latent in leading the team performances. Building on Researches in Social Psychology, and on his 16 years of experience in consulting on Leading through Trust on business matrices Robert F. Hurley (Professor of Management at Fordham University in New York) has developed a model of predicting whether trust or distrust that may be chosen as business scorecard in setting sub targets for the team performance in a given situation. It helps the leaders / managers to analyze priority factors in the business game at play in the decision making process at Team Level. Many of the top executives in a variety of businesses, industries and services have used the Trust vs. Distrust Model developed by Robert F. Hurley to diagnose and address the root causes of distrust in their work relationship.
Some of the factors in the trust model relate to the decision maker: How tolerant of risk; how well adjusted, and how relatively powerful is the Leader? Others relate to the specific situations: How closely aligned are the interests of stakeholders / parties concerned? What are the measure of Predictability and Integrity? How frequent and honest communications are maintained for developing leadership tolerance, capacity and confidence building?
A case study to demonstrate the efficiency of the Trust Model will be displayed to learn and practice it.
Key Words: Business Dynamics, Leadership Style, Research Analysis, Hierarchical Mistrust, Corporate Leadership, Mergers, Downsizing, Globalization, Vertical Changes, Supportive & Productive Work Environment, Organizational Ethics, Competitive Advantage, Social Psychology, Business Scorecard, Root Cause, Trust Model, Stakeholders, Business Communications, Leadership Tolerance, Confidence Building;